What is Mentoring ?
A mentoring relationship is usually where one wiser and more experienced person assists another person to grow and learn. It is not a new management technique. Since humans have lived in social groups we have learnt our norms, values and behaviours by the example and coaching of others.

The business world has adopted the tradition of an older and wiser person fostering the growth and development of the younger generation. This has sometimes resulted in perpetuation of old ways at the expense of diversity and development. However, new adaptations of mentoring allowing individuals to interact as colleagues in a helping relationship, on a more equal basis, can cultivate growth and learning to mutual benefit.

Experience, skills and a genuine desire to help are more valuable assets in a mentoring relationship than age or position. Open and assertive communication and the trust of both parties are essential.

Both partners in the mentoring relationship benefit. Learning must be a lifelong process and one of the most effective ways to learn is to assist in the development of others. The best teachers learn much from their students, counsellors constantly learn from clients and partners in any successful relationship grow and develop along the way.

Mentoring happens in all organisations whether it is fostered as a development strategy; allowed or encouraged as an informal process; or is an activity that occurs below the consciousness of individuals. People ARE learning from others, adopting modelled behaviours and attitudes and absorbing the culture and perceived values of the organisation through their personal interactions with co-workers.

Organisations may choose to:

Leave mentoring as an informal process, in which case it will operate randomly. Its impact on individuals and the organisation will be a matter left to chance and will be largely unrecognised by the organisation;

Help mentoring, by formally or informally providing an environment where mentoring is regarded favourably, self-development is encouraged and it is acceptable to take time for the mentoring activity; or,

Focus and develop mentoring, by designing a mentoring tailored to the achievement of the organisation's specific mentoring objectives. This approach will harness the benefits of effective informal mentoring within a formal and managed framework.

Benefits to the Organisation

Increase in morale and motivation

Greater productivity

Discovery of talent

Development of leadership for future survival and prosperity

Communication of values, goals and plans

Demonstration of personal and professional standards

Achievement of excellent service

Implementation of equity initiatives

Fostering of shared values and team work

Enhancement of leadership and people management skills of managers

Re energise plateaued managers

Increase in staff satisfaction

Building a learning organisation

Managed careers

Development of cross-organisational networks

Benefits to the Mentoree

Development of potential and knowledge about the organisation

Flexibility - Mentorees negotiate with their mentors to work within available time and other commitments

Leads to career mobility and more opportunities as a result of the mentor relationship

Give and receive feedback

Receive encouragement and support to achieve goals

Develop new networks

Develop new and/or different perspectives

Get assistance with ideas

Demonstrate strengths and explore potential

Develop visibility within or outside an organisation

Be challenged to use talents and share expertise

Benefits to the Mentor

Obtain a greater understanding of the barriers experienced at lower levels of the organisation

Enhance their own skills in coaching, counselling, listening and modelling

The sense of being needed and recognised professionally

Develop and practise a more personal style of leadership

Gain additional recognition and respect

Learn new perspectives and approaches

Contribute something to others in the organisation

Extend professional networks

Demonstrate expertise and share knowledge

Why organisations implement mentoring programs

Purposes for mentoring programs include

Induction, to help new recruits, trainees or graduates settle into the organisation;

Skills Enhancement, to enable skills to be passed on in the workplace by experienced, highly competent staff to others who need to acquire specified skills;

Career Development, to help staff in the planning, development and management of their careers and to help them become more resilient in times of change, more self-reliant in their careers and self-directed learners;

Affirmative Action, to assist women and minority groups to redress the imbalance at higher levels in organisations, provide support and help overcome barriers that often block their progress;

Leadership and Management Development, to encourage the development of competencies more easily gained through example, guided practice or experience than by education and training;

Education Support, to bridge the gap between theory and practice. Formal education or training is complemented by the knowledge and the hands-on experience of a competent practitioner;

Organisational Development and Culture Change, to share the values, vision and mission of the organisation. To communicate and work on a one-to-one basis to develop required changes; and

Customer Service, to model desired behaviours, encourage the development of competencies, motivate for service quality, and above all to cultivate the right attitudes.

Staff retention

Our Approach

In order to assist you in our discussion, these are elements of mentoring programs with previous clients.

Our policy at The Growth Connection is to pass on our skills and expertise to our clients so we would work closely with the program coordinator(s) and others as appropriate throughout the project. Our approach aims to be as participative as possible, involving key players to ensure that their needs and expectations are being met.

There is a need for a part-time dedicated coordinator throughout the program.

Your pilot program will include some or all of the following suggested activities to be managed through by your program coordinator

develop clear objectives and deliverables

identify potential mentors

develop criteria for mentors and agree method of selection

define the role of the pilot mentor program coordinator(s)

specify benefits to the organisation, to mentors and mentorees

build understanding of what mentoring is and gain commitment from key players and participants

design an initial mentoring program that is flexible, targeted and specific to your needs and objectives

specify pilot program milestones, build in proven success factors and avoidance of common pitfalls.

design and schedule mentoring skills workshops for mentors and mentorees.

communicate the pilot mentor program to participant managers ie managers of the pilot mentors and mentorees, and to the rest of the organisation.

delivery of mentoring skills and information workshops to mentors and mentorees

delivery of information sessions to managers of mentors and mentorees

decide on inclusion of a mentor project to form part of the pilot and be included in the training

design monitoring, reporting and evaluation methods and instruments, e.g. a quarterly report from mentors on progress, frequency of meetings etc

analyse pilot outcomes and design ongoing mentor program for the organisation.

The Growth Connection can assist with any of these aspects of mentoring where you need external expertise.

The following is indicative of the overall mentor skills workshop content, to be tailored to your needs after discussion

Organisational objectives for the pilot and mission statement/links to other EEO and HR initiatives as appropriate ie Career Development, Staff Development, Executive Development, Performance Management, Affirmative Action, Women in Management

Information on what mentoring means, the role of the mentor, benefits to mentor, mentoree and the organisation